1. How to guide employees to be internal lecturers? 2. How to cultivate the ability of lecturers? 3. How to carry out the daily management of lecturers? My point of view: The first question is the key to the management of internal trainers and the training management of enterprises. Why do employees declare internal training? We need to give him enough reasons, including that many trainers themselves don't seem to find enough motivation to be responsible for training management. As we all know, training is not as immediate as other jobs. The so-called "it takes ten years to plant trees, but it takes a hundred years to cultivate people" is the characteristic of training, and the result is: 1. Compared with other management work, the effect and value of training are difficult to quantify and evaluate; The performance of work is often determined by many factors, and training plays a catalytic role, not a subjective decision, which brings many uncertain factors to the evaluation of training effect; 2, therefore, compared with other management work, training work is easy to lack of sense of value; What is lacking is not lacking, and what is lacking is not much; Yes, it's icing on the cake, no, it's not bad; 3. Therefore, compared with other management work, the value depends on the performance of other business departments. Many people even think that training is more like "soft rice", pragmatic and lacking real "skills", and many people are unwilling to engage in training. Therefore, the management of training work is the construction of training culture and the construction of training mechanism and institutionalization. The construction of training culture is to give enterprises a clear and definite orientation and restore the value origin of training work. The key to the construction of training culture is not to formalize the work. Culture itself is a spiritual level. After formalization, it will not play a role if it lacks trust. The construction of training culture should not only advocate strategic thinking, but also closely focus on the training work in employees' career. It includes three core functions: 1, the role of training in improving the competitiveness and sustainable development of enterprises, the role of training in the healthy growth and performance of teams, and the role of training in personal career development. Implementing the first role determines whether you can get the support of senior decision makers, implementing the second role determines whether you can get the support and cooperation of middle managers and implement the third role. To determine whether the training culture can be deeply rooted in people's hearts, the roles of the three are not the same, but to choose the practical operation focus according to the development stage of the enterprise, the competitive environment of the industry and the maturity of the management foundation. Relatively speaking, top-down implementation is conducive to obtaining policy support and achieving good results. (When I was in charge of training management in an IT company, 1 By establishing a training system for business cadres, I helped the top management of the group to solve the problem of disorderly selection/training/appointment of cadres; 2. Reduce team turnover rate and improve performance through business training, so that the establishment of training system can be implemented smoothly. The construction of training mechanism and system is actually to ensure the concrete implementation and execution of training strategy and training culture. A complete training mechanism is not isolated. It will form a consistent standard with the selection, evaluation and appointment of talents, and link the training effect with performance appraisal management, salary incentive and career development, so that career development is no longer just a hero based on performance, but a short-term benefit. Of course, in reality, it is rare to be truly complete. However, in practice, we should fully consider the role of internal trainers in the career development channel, such as promotion and rating, not only considering performance, but also evaluating your leadership influence and cultivating employees' ability. Only in this way can we change from "I want to do" to "I want to do". If the first problem can be successfully implemented, it will lay a good foundation for solving the second problem. In principle, how to cultivate the professional ability of internal trainers needs to first determine the competency standard of internal trainers through job analysis, and then determine the training method, content and process according to the investment of enterprise resources. A truly excellent trainer should have good psychological quality, extensive knowledge and professional communication and expression skills. Of course, there are some differences in requirements between internal trainers and professional trainers. Internal trainers pay more attention to practical operation and application. In training, they can arrange professional discussions, professional training and actual combat simulation training regularly, provide more practical opportunities in practical work by stages, evaluate and assess their work regularly through practice, and make improvements while summarizing and discussing in time. To sum up, the training of internal trainers can adopt the four-step growth mode of "positioning, knowing, doing and gaining", namely: 1, positioning: positioning internal trainers at what level and talking about what topics, vertically divided into primary, intermediate and advanced; Horizontal can be divided into culture/knowledge, operational skills and quality cultivation. Obliquely speaking, it can be divided into personal character, temperament, knowledge structure, experience and skills of internal trainers; 2. Know: by analyzing the competence of internal trainers and the qualities and abilities that excellent internal trainers must have, know their own gaps and know how to improve; 3. Realization: arranging training practice (including training demand analysis, participation in curriculum development, curriculum teaching, etc.) through classroom professional simulation practice. ) the growth from quantitative change to qualitative change; 4.Get: Follow up the evaluation summary regularly and make the next improvement plan. The third problem is that part-time internal trainers belong to virtual matrix management, in principle, there is no daily management, only professional support and growth considerations, mainly through regular development of growth goals and plans; Regular training and support; Regular evaluation and assessment; Summarize the incentives regularly.